A Quote by Alan Mulally

I was the lead designer and the general manager of the triple 7 and, of course, the dynamite 787. — © Alan Mulally
I was the lead designer and the general manager of the triple 7 and, of course, the dynamite 787.
My dad used to work in the theater as a stage manager, production manager, and lighting designer.
The owner's job is to hire the general manager. The general manager's job is to run the hockey team.
If I had any interest in coming back to baseball, it would be as a general manager and not as a manager.
A guy like Benoit, he's really good and a lot like Dynamite. Dynamite, just because he was the original, was the best. But, you know, Benoit now is by far better. Dynamite Kid is nothing now.
You want to know why I am the perfect champion? Because you can take the strength of John Cena; the intelligence of Triple H; the desire of Cena; the athleticism of Triple H; the determination of Cena; the ruthlessness of Triple H... and if you combine these attributes into one person, you get Randy Orton. The only difference is that I have one thing that neither Cena nor Triple H has: the WWE Championship.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
I think managing shortened my playing career, but I was a better manager when I was playing, when I could lead like a platoon sergeant in the field rather than as a general sitting back on his duff in a command post.
Of course, when you play football yourself you can think you want to become a manager but it does not make you a good manager.
I never claimed to be a computer engineer, but I did train as an industrial designer, and I am a consumer marketer, and I am very comfortable dealing with complex businesses and complexity in general and simplifying it - basically a systems designer.
When I was young, I believed in three things: Marxism, the redemptive power of cinema, and dynamite. Now I just believe in dynamite.
Of course I want to lead [Tory] party. Of course I want to lead this party in order to put forward an alternative and lead this party to win the election as soon as it comes.
I feel like I'm not the greatest general manager in the history of general managers, but I do OK, and I'm learning as I go. I try to just do my best with it.
With the traditional six-month lead time on the delivery of international show content, designer collections can be outpaced by the so-called fast fashion chains. H&M, Topshop and Zara, or even Target and J. Crew, would have their versions for sale before the designer looks hit the stores.
I am much more a pitch manager than a general manager. I am one of the few managers who is bored by the transfer market. Our task is growing the players that we have.
I just talked to a young lady, a freshman at Santa Barbara. She's taking a course, and Moneyball's one of the required readings. This young lady could dream of one day becoming a general manager.
How a designer gets from thought to thing is, at least in broad strokes, straightforward: (1) A designer conceives a purpose. (2) To accomplish that purpose, the designer forms a plan. (3) To execute the plan, the designer specifies building materials and assembly instructions. (4) Finally, the designer or some surrogate applies the assembly instructions to the building materials. What emerges is a designed object, and the designer is successful to the degree that the object fulfills the designer's purpose.
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